Safety Culture Services Experience in using Frameworks in Safety Culture assessment

Objectives of a safety culture assessment To understand what is the Culture in the Organization that directly affects Safety? By identifying: How does the attitudes and beliefs that impact on safe operation? What behaviours and expectations of safety standards are translated into every day tasks? What behaviours and expectations do managers, leaders, & team members hold in the organization and how do they influence safe operations? What external influences on safety do the managers and leaders manage? Are they successful?

Behaviours and Culture Leaving flammable material in battery room Attitudes Behaviour and practice not challenged Values Other “safety issues” are more important This is only one example amongst many examples (facts) This is how culture influence thinking and behaviours Understanding Basic Assumption Fires will not happen here 3

Change causes mistrust in General Public Team Training 8/28/2018 Fukushima Daiichi Lessons Belief in the home standards and practices ‘Construct Level’ ‘Basic assumptions’ Belief in their Nuclear Technology Reinforced Reinforced Belief that they had an adequate approach to risk assessment for Earthquake and Tsunami Reinforced Reinforced Change causes mistrust in General Public The complexity and possibility of internal and external events with severe consequences not fully considered Delays in decisions concerning interim and timely measures with respect to plant protection Adoption of International Standards not implemented and participation in international discussions minimal Decision and Policy Level

IAEA Safety Standard - Characteristics and Attributes for Strong Safety Culture (GS-G-3.1) 5

Using several assessment methods The IAEA Safety Culture Assessment Methodology Using several assessment methods Interviews Document Review Observations Surveys Focus Groups

Who will be engaged in the assessment? Looking at the Overall Culture, Sub-cultures and the Overall cultural influences Interfaces Leadership Levels Functions Core+support

Descriptive/Normative Descriptive must come before the Normative! Normative ‘should’ Based on data, a theory of culture and a norm Descriptive ‘is’ Based on data and a theory of culture Being descriptive helps to pick up weak signals Being descriptive means having a broad agenda for dialogue It sets standards for behaviour and values It is related to practices known to lead to safety It focuses on certain limited aspects of the organization Relate this to the course, we postpone the normative until the very end.

Descriptive analysis: Images of culture Each stream of data treated individually The larger picture is combined after what the different methods say independently

Descriptive Analysis: Images of culture Normative analysis Normative, evaluative analysis Descriptive Analysis: Images of culture Interview data Cultural facts Cultural themes Survey data Cultural facts Cultural Themes Focus group data Cultural facts Cultural Themes Document data Cultural facts Cultural Themes Observation data Cultural facts Cultural Themes The framework comes in, how does it compare to the images of culture generated?

Experience using the assessment process : Descriptive

Description Leadership and communication Understanding the safety strategy Waiting for orders, lack of engagement Two buses but one without a driver and the other without a route map. Strategy and communication lacking.

Normative Leadership and communication Understanding the safety strategy Waiting for orders, lack of engagement Two buses but one without a driver and the other without a route map. Strategy and communication lacking.

Standards for the Normative Safety culture Leadership for safety Management system Assessments/Review (in-house/external) Compliance/Effectiveness Continuous improvement What are the expectation ? How safety culture is supported/captured in the management system? Whether, and if yes, how, leadership supports safety culture ? Whether, and if yes, how, leadership supports the management system ? …. 38 CSS meeting November 2015

Results Engagement with a working group to refine the findings. Identify the cultural themes – strengths and aspects that potentially affect safety. Report and discuss with senior leadership. Identify how to take forward actions from the findings. Identify communication strategy.

Benefit Identify drivers for behaviours and expectations inside the organisation Identify key cultural and external influences that can impact on safe operation. Identify improvement actions that would directly address cultural themes. Identify strengths of the organisation that needs to be preserved.